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Occupation
Educational Consultant
Education
BBA, MEd (2), MS, PhD
Campaign Phone
2148140072
I bring more than 25 years of experience in education with a deep understanding of how schools operate at every level. I hold certifications in superintendent leadership, principalship, mathematics, special education, and business education, giving me a well-rounded perspective from classroom instruction to district governance.
I also served as Trustee and Board President for DeSoto ISD during state conservatorship, one of the district’s most challenging periods. During that time, we improved from an F financial rating to a B, from an F in governance to an A, and from a D academically to a B through disciplined governance and accountability.
I understand both the operational realities of education and the responsibility of strong governance. Experience you can measure matters when facing complex challenges, and I am committed to strengthening DeSoto’s future for students, families, and educators.
Great schools require great teachers. Attracting and keeping strong educators requires fair compensation, stability, and leadership that respects the profession. DeSoto is facing serious financial challenges, which makes fiscal discipline critical. The board must prioritize classroom resources, align staffing with enrollment and revenue, and ensure budgets are realistic. When finances are managed responsibly, districts can support teachers while maintaining long-term stability.
Enrollment shifts are happening for many reasons, including mobility, demographics, and alternative schooling options. Any policy that redirects public dollars away from public schools deserves careful scrutiny because public schools serve every child. My focus is making DeSoto a district families choose by restoring stability, strengthening academics, and rebuilding trust. Strong public schools remain the foundation of a strong community.
Enrollment in DeSoto ISD has declined significantly, and that puts real pressure on the district’s ability to provide services. When I joined the board in 2018, we served around 9,000 students. Today enrollment is under 5,200. In Texas, funding follows attendance, so when enrollment drops, revenue drops. The challenge is that many costs do not decrease at the same pace. Facilities must still be maintained, transportation must still run, and staffing must still support students. This is why disciplined financial planning is critical right now. We must align resources with reality while protecting classrooms and student services. My focus is keeping students at the center, restoring stability, and rebuilding confidence in the district so DeSoto can move forward stronger.
Every student and employee deserves to feel safe, respected, and protected. I support strong enforcement of Texas Education Code Chapter 37, including anti-bullying protections under 37.0832, along with DeSoto ISD policies FFH for discrimination, harassment, and retaliation and FFI for bullying. Policy must be more than words on paper. It requires clear reporting, timely investigations, training, documentation, and accountability so dignity and safety are protected in both policy and practice.
Restoring strong governance is my top priority. When governance is strong, the board stays focused on student outcomes, holds the superintendent accountable, and ensures decisions are clear and responsible. Trust between a district and its community is fragile. Families deserve to know their schools are financially sound, academically focused, and led with integrity. I am grounded in what matters most—students. Every decision should improve opportunities for them. My focus is simple: students first, trust restored, and DeSoto moving forward with stability and purpose.
